One of the interesting aspects of co-editing a new book on Diversity Mentoring (due to be published by McGraw-Hill in August) was the comparative reluctance of the LGBT community to discuss their mentoring relationships – even when the research was being carried out by an openly lesbian colleague, with high credibility in terms of understanding...
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Virtual teams have a number of differences compared with co-located teams. On the plus side, their geographical dispersion means that they can draw upon a wider and more diverse pool of talent. It is also easier to maintain 24-hour oversight of issues, if people are in multiple time zones. There is also some evidence that...
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A while ago, I asked a Government department what data it had on the gender and ethnic distribution at different levels and in different functions. Not surprisingly, it had a lot, at considerable depth of detail. Then I asked the critical question: “Can you give me a single example, where this data has resulted in (more…)
Just as happened with coaching individuals, as team coaching becomes more mainstream, the assumption emerges that it is some kind of cure-all for team problems. Of course it’s not, but team coaches increasingly bring to supervision issues relating to how they manage client team and sponsor expectations about what can and can’t be delivered. It...
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Coaches’ attitudes towards supervision vary widely, not least in reflection of what they see as the point or purpose of supervision. One position is that supervision is about helping new coaches embed and expand the competences they have learned in their initial training – after which it becomes an optional cost. The opposite position is (more…)
Psychometrics and other forms of diagnostic, such as 360-degree feedback, can be very helpful in getting to know a client and “what makes them tick”. But they take time, often require lengthy analysis and can become somewhat mechanical processes that miss the richness and complexity of “who is this person and how do they connect...
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The impact of power differentials on how teams and groups work is not as straightforward as it might seem. Having a mix of powerful and less powerful people in a team, or having a team composed entirely of powerful people can both have a negative impact on performance (Angus et al, 2016). It seems that...
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A model developed by Ken Blanchard and presented in his book Trust Works provides a simple framework for understanding, communicating, developing and assessing trust. It identifies four areas: Able = demonstrating capability Believable = showing integrity, honesty, respect and sincerity Connected = caring for other people, listening to them, being empathetic Dependable = being reliable; (more…)
The questionnaire How psychologically safe is this team? provides a useful resource for assessing how psychologically safe you and your colleagues feel within your team environment. This questionnaire has been designed to reveal the differences within a team in how psychologically safe people feel, as studies have shown it is very closely related to team performance. (more…)
What it is: The Diversity Awareness Ladder is a tool, created by David Clutterbuck, to help both clients and practitioners understand and work with their stereotypes and implicit biases about people, who they perceive as different from themselves. It has also been used widely in the context of general diversity education. How does it work? (more…)
